Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

Think video games are kids' stuff? Think again. According to authors John C. Beck and Mitchell Wade, all those hours immersed in game culture have created masses of employees with unique attributes. This new generation that's 90 million strong has an amazing ability to multitask, solves problems creatively, and brings unexpected leadership to the table. But to tap these skills, we need to understand and appreciate the different ways gamers think and behave. The Kids Are Alright dispels common myths about gamers and reveals them as committed, team-oriented people who play to win.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

Research has shown that the newest generation to enter the workforce is very different from the boomers in ways that matter throughout business. According to the authors, those differences (and there are many) are driven by one central factor: growing up with video games. But how much do video games matter? This chapter illustrates just how pervasive video games have become in shaping American culture and why it's so important for companies and managers to understand and relate to the gamer generation. This chapter is excerpted from "The Kids Are Alright: How the Gamer Generation Is Changing the Workplace."

learning objective:

To argue that video games have shaped a generation of young people and discuss the implications of this cultural shift for business and the workplace.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

One of the strongest lessons that gamers learn is that failure doesn't hurt. Because of the probability of failure involved in playing most video games, players naturally focus on what they did wrong, what they could have done better, and how they can get to the next level. This attitude toward failure also makes the gamer generation more likely to believe that taking risks is the best way to succeed. This chapter demonstrates why gamers embrace risk in exactly the right way for business. This chapter is excerpted from "The Kids Are Alright: How the Gamer Generation Is Changing the Workplace."

learning objective:

To explain how gamers' attitudes toward risk and reward may translate into professional success.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

Though they seem an unlikely path to greatness, video games have created a generation with much more potential than your average baby boomer might imagine or even acknowledge. But as high as gamers' potential is to be great professionals, great team players, and even great executives, the change is just beginning to unfold. The lasting effects of the gamer generation will no doubt become clear eventually--this chapter considers some of the possibilities. This chapter is excerpted from "The Kids Are Alright: How the Gamer Generation Is Changing the Workplace."

learning objective:

To examine the question: what impact will a generation of gamers have on our work culture?

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

There is a big generation gap between baby boomers and a younger generation defined largely by having grown up on video games--the gamers. According to the authors, this gap is where a number of business behaviors originate. But where did the gap begin, and how did it get so big, so quickly? This chapter provides a short history of the rise of gaming and looks at why it's important for companies and managers to understand how gaming culture has shaped a generation of workers. This chapter is excerpted from "The Kids Are Alright: How the Gamer Generation Is Changing the Workplace."

learning objective:

To describe how video games came to define a generation and why it matters for business.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

The gamer generation--young people who grew up on video games--is 90 million strong. Data shows that video games have affected this generation's behavior, even in the workplace. As a result, it's important that managers understand two things: what the game world is like, and why gamers have found it so compelling. This chapter opens the door to reveal the nature of the sometimes inaccessible world of video games. This chapter is excerpted from "The Kids Are Alright: How the Gamer Generation Is Changing the Workplace."

learning objective:

To explore the cultural world of video games and help members of other generations understand a little better where gamers are coming from.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

Data has shown that young people who grew up on video games--the gamer generation--actually exhibit skills and behaviors that can be valuable to the organizations they work for. But at some point, gamers will also become CEOs and other senior executives, leading the economy through the retirement of many boomers. Are they up to the challenge? In this chapter, the author looks at some of the key traits of the gamer generation and discusses why these will translate into great leadership. This chapter is excerpted from "The Kids Are Alright: How the Gamer Generation Is Changing the Workplace."

learning objective:

To illustrate why the gamer generation is poised to produce great CEOs.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

Most professionals don't consider the business potential of the video game generation. And when boomers do pay attention to video games, it's usually with unaccustomed anxiety over sexism, violence, stereotypes, and isolation. This chapter looks at whether or not common assumptions about the negative affects of video games really reflect gamer reality. This chapter is excerpted from "The Kids Are Alright: How the Gamer Generation Is Changing the Workplace."

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

Traditionally, whenever you have a generation gap, it includes suspicion from the dominant group about what the rising cohort is prepared to contribute. Never has that been more the case than with boomers who question the work ethic of twenty-somethings. It turns out, however, that five of the values that most set this generation apart from older generations--values derived largely from their emersion in a world of video games--have surprising potential to drive great professional performance. This chapter is excerpted from "The Kids Are Alright: How the Gamer Generation Is Changing the Workplace."

learning objective:

To discuss how the values and skills developed by members of the gamer generation can become professional assets.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

Every manager wants employees who are competitive, good at solving problems, and at least a little driven. According to the authors, these are all qualities that a generation of young people has developed playing video games. But no matter how competitive the industry, you also want people who know how to collaborate. Has the gamer generation spent too much time in isolation to play well with others? This chapter explains why the answer is no. This chapter is excerpted from "The Kids Are Alright: How the Gamer Generation Is Changing the Workplace."

learning objective:

To illustrate how video games have helped the gamer generation develop social skills and taught them to exercise teamwork.

*required field. You can change details at any time before activation.

The enrollment number will not limit students' access to materials. Accurate enrollment allows
us to manage site traffic and course activity.

If your course is affiliated with an institution not listed here or you need to create a course to last longer than 6 months,
please contact HBP Customer Service at custserv@hbsp.harvard.edu or 800-545-7685.

Type the information in each box. Boxes marked with an asterisk (*) are required information.
You can change the coursepack information, including the Start and Stop Dates and the quantity,
at any time before you activate the coursepack.

If your coursepack is affiliated with an institution not listed here or you need to create a coursepack
which is longer than 6 months, please contact HBP Customer Service at custserv@hbsp.harvard.edu
or 800-545-7685.